{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"Care, Code, and Capital","title":"Building the \"Disney World of Healthcare\" with Marc Halpert","html":"","width":"100%","height":180,"duration":2843,"description":"This is not a story about a nursing home operator. It's a story about someone who fell in love with taking care of people — and built 63 facilities because of it.\nWhat does it take to lead one of the most innovative long-term care organizations in the country? For most people in this industry, the answer involves capital, connections, and a clear roadmap. Marc Halpert had a phone call, a flight to Minnesota, and a decision he almost said no to three times.\nHe said yes. And then he built something that someone eventually called the Disney World of healthcare.\nIn Episode 5 of Care, Code, and Capital, Dan Brody sits down with Marc Halpert — CEO and co-founder of Monarch Healthcare Management — for a conversation that covers the director of nursing who ran across a room and hugged him, the moment he stood on stage in front of his entire company and couldn't hold it together, and why Monarch was the first nursing home in the United States to deploy automated robots before anyone else was even talking about it.\nThis is not a highlight reel. It's the full picture.‍\nHow Marc Got In\n\nMarc will tell you the foundation was built before he ever ran anything.\nHe started in healthcare as an admissions coordinator, working his way through a psychiatric facility on the South Side of Chicago before anyone handed him a title worth talking about. What followed was a decade of intentional groundwork inside a multi-facility company. He stripped and waxed floors. He worked as a dietary aide, passing trays when his cooking didn't pass muster. He went through administrator training, ran an 84-bed mom-and-pop nursing home, and started building a real understanding of what great care could look like when someone actually cared enough to build it.\nEvery department. Every role. Not as an executive observer — as someone who had to actually do the job.\n\"In 2005, if you wanted to make money in healthcare, you were told to become an administrator. But I never really thought about the money. I...","thumbnail_url":"https://img.transistorcdn.com/whNnoJXQHohk8JJ9r7g9Szvqjzq7CVaCz_kRxJOE1cU/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS82MmMx/ZmVjNzZiZmQ2NjI4/M2IyMTE4NGJkY2Rk/MTI4NS5qcGc.webp","thumbnail_width":300,"thumbnail_height":300}